Tuesday / January 27, 2015

Group 2 - MANAGEMENT 3

MOTIVATIONin theOrganization

What is Motivation?

Motivation explains why people behave the way

they do. This is the process involving factors that arouseand direct behavior toward a goal.

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1. Hierarchy of Needs Theoryby Abraham Maslow

THEORIES OF MOTIVATION

Maslow contended that man has five categories of needs arranged in a hierarchy. From highest to lowest:

Self-actualization

Needs

Esteem Needs

Social and Belongingness Needs

Safety and Security Needs

Physiological Needs

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2. ERG Theoryby Cayton Alderfer

According to Alderfer, man has three sets of needs:

• Correspond to Maslow’s physiological and security needs.

Existence (E) needs

• Correspond to Maslow’s social and belongingness needs.

Relatedness (R) needs

• Relate to esteem and self-actualization needs.

Growth (G) needs

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3. Need Theoryof David McClelland

For McClelland, man has three sets of learned or acquired needs called manifest needs:

Need for Achievement

• Refers to an individual’s concern for “excellence, competition, challenging goals, persistence and overcoming difficulties”.

Need for Power

• Refers to individual’s concern for “to make an impact on others, influence others, change people and events and make a difference in life”.

Need for Affiliation

• Refers to an individual’s concern for warm and close relationship with others.

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4. Two-Factor Theoryby Frederick Herzberg

Herzberg believes that an individual’s relation to work is basic and that

one’s attitude toward work can very well determine success of failure

resulting to job satisfaction or dissatisfaction. The factors that may lead to

satisfaction and dissatisfaction are:

• also known as maintenance factors; relate to conditions surrounding the job.

Hygiene Factors

• also known as job-content factors; work conditions that relate to the dissatisfaction of physiological growth.

Motivation Factors

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5. Equity Theoryby J. Stacy Adams

This involves the concepts of equity and inequity people experiencein the social exchange that takes place in work relationships.

Adams’ contention involves a process of equity/inequity perception:

Evaluation of Self

Evaluation of Others

Comparison of Self with

Others

Feelings of Equity or Inequity

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Adams suggested that an employee must evaluate and compare himself and others based on input-outcome ratio.

Outcomes (self)

Inputs (self)

Outcomes (others)

Inputs (others)COMPARED TO

When there is a feeling of inequity:

• Change his inputs to fit the outcome

• Change his outcome

• Change perception of himself

• Change the of comparison

• Leave the situation

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6. Expectancy Theoryof Victor Vroom

This theory is based on personal perceptions in the social exchange-taking place in the motivation process. Vroom suggested that motivation depends on three factors:

• Refers to the value or importance an individual gives to an outcome.

Valence

• Refers to the individual’s belief that effort will lead to performance.

Expectancy

• Is the individual’s belief that his performance will lead to outcome.

Instrumentality

Tuesday / January 27, 2015

Group 2 - MANAGEMENT 3

STRESSandWELL-BEING

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What is Stress?

Gibson defined stress as a “person’s adaptive response to a stimulus that place excessive psychological or physical demands on that person”.

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Types of stress:

Eustress Distress

Stress is triggered by a stressor or demand.

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3 Stages of General Adaptation Syndrome (G.A.S.):By Dr. Hans Selye

Alarm Stage

• When a person experiences a stressor or demand.

Resistance Stage

• When person resists the negative effects of the stressor.

Exhaustion Stage

• When a person literally gives up for he/she can no longer handle the stressor.

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Causes & Consequences of Stress

Potential Sources

Environmental Factors

Organizational Factors

Personal Factors

Individual Differences

Experienced Stress

Consequences

Physiological Symptoms

Psychological Symptoms

BehavioralSymptoms

Model of Stress:

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Burn-Out

Leonard Moss defined burn-out as “a general feeling of exhaustion that may develop when an individual simultaneously experience too much pressure and too few sources of satisfaction”.

Driven individuals who have high aspirations and strong motivation to accomplish tasks are more prone to burn-out.

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Type A & Type B

Personalities

Type A personality

• are aggressive, ambitious, controlling, highly competitive, preoccupied with status, workaholics, hostile, and lack patience.

Type B personality

• are relaxed, less stressed, flexible, emotional and expressive, and have a laid-back attitude.

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Stress Management

How do you manage stress?

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STRATEGIES IN MANAGING STRESS:

Individual Coping Strategies

• Exercise and relaxation

• Time management• Role management• Support groups

Organizational Coping Strategies

• Institutional Programs

• Collateral programs

Thank You